A Model Of Leadership Performance ~ K3F

I've been reading Alan Fine's book, "You ALREADY Know How To Be GREAT" and wanted to share with you his idea of the nature of performance.  I recommend this book highly.  Alan uses a simple phrase, "K3F", as a powerful model of human performance. Let's take a closer look and provide some perspective first.

The K stands for Knowledge.  Many people believe that the best way to improve performance is to increase knowledge.  If you want to get better, take a seminar, listen to tapes, read a book, hire an expert.  This has been ingrained in us since early schooling and is the most common approach used to improve individual and organizational performance.  This reflects the fact that we tend to see performance problems as knowledge problems and therefore look for knowledge solutions. Obviously there is some knowledge we do not have and if we can figure out how to get it, our performance will improve. A formula that reflects this approach is 

Performance = Capacity + Knowledge

OK, sometimes this works but most of the time it does not. Why? If knowledge really were all that it took to augment performance then we'd all be great performers from increasing that knowledge. The problem is that we're not all performing optimally and effectively. Why? To quote, Alan, "the biggest obstacle in performance isn't not knowing what to do; it's not doing what we know. The problem is not as much about knowledge acquisition as it is about knowledge execution."  So, what is impeding our execution?  Alan, calls it interference.

Interference is what gets in the way of experimenting and using the knowledge we already have.  Interference has tremendous impact on our thoughts, our emotions that drive our behaviors and performance.  It is a restrictive or restraining force that holds us back and is shaped by our judgments of ourselves, others or situations, our self-limiting beliefs, doubts or lack of confidence to name a few. It's what happens when we react to stress in our lives.  Therefore, in order to augment performance we need to eliminate the interference that is getting in our way and using the knowledge we already have.  The formula for this approach is

Performance = Capacity - Interference

Now, Alan takes his previous definition further, "the biggest obstacle (and opportunity) in performance isn't about knowing what to do; it's about doing what we know. And what keeps us from doing what we know is interference."

Now that we know what the K stands for, what about the 3F's? Glad you asked.  Knowledge is not the only thing to increase performance. Alan's says there are three other elements, innate in all of us, at the very core of high performance individuals, teams and organizations.  These elements are Faith, Fire and Focus.  Together, Knowledge, Faith, Fire and Focus make up the "K3F" model of human performance.  It is the 3F's that drive the quality of performance and performance improvements in all of us and the teams and organizations we are part of. 

Faith is about belief.  Our belief drives our behavior and our behavior drives our results. In a team/organization it is about believing in the viability, competency, and purpose of the team/organization.  Eliminating self doubt, insecurities, anxieties and limiting beliefs. If we believe we are not good enough or that it cannot be done, then our narrow view of ourselves or the situation will narrow our performance.  

Fire is about passion and energy and emotions. It is the commitment we see in people and companies that consistently do great and inspiring things. When the Fire is out, we see indifference, low motivation and energy, lack of commitment and in most companies today, lack of engagement.  Serious problems.  You see it in people who are not clear about their passion and vision or whose lives are not aligned with those priorities.  There is a powerful relationship between Faith and Fire.  When one sees the possibilities and removes negativity their Fire grows and then it is their emotions driving their behavior.      

Focus is about directed attention or concentration. It's about being in the "here and now," paying full attention to the task at hand, uninterrupted by other distractions. Alan is convinced that Focus is the defining difference in human performance. It is what changes people's Faith, their Fire, their acquisition and use of knowledge and elimination of all that interference.  

Faith, Fire and Focus are all necessary for top performance.  This is true for individual, team and organizational performance. With Faith and Fire, without Focus, people believe in themselves and have energy and commitment but are inconsistent in their performance.  With Faith and Focus, without Fire, people are confident and stay on task but the don't care, won't commit and won't take risks. With Fire and Focus, without Faith, people are passionate about what they do and stay on task but are insecure and lack confidence.

Knowledge with Faith, Fire and Focus (K3F) creates a useful and effective model of performance that we can all understand, evaluate and then create our own performance changes.  

What are one or two things you already know you could do to significantly improve your personal or professional life that you're not doing now? What's getting in the way of not doing them? 

How much interference is getting in the way of your performance or your families, your team or company? 

To what extent do you feel your Faith, Fire and Focus is engaged in your personal and professional life? What would different in your live if you were able to tap more fully into your Faith, Fire and Focus?

What did you think of Alan's model? Send me a note via email at brad@aperiocoaching.net or on Twitter @bparcells. 

In Latin, Aperio means to reveal, uncover, to make clear. Coaching is a powerful process that enables the client to reveal and illuminate their authentic style via a sharp focus on who they are at their core that includes their faith, fire and focus.

  

A Company's Culture Is The Responsibility Of The CEO

What is Company Culture?

Only one thing is universal about company culture: You can’t delegate it. It’s the responsibility of the CEO.”  Paul Speigleman, the former CEO of BerylHealth

Paul nailed it in my opinion.  An organization’s culture is the DNA of that company.  Same for any non-profit, government entity, and even family.   Some see it as the extent to which employees are engaged in their work. Others view it as how well the company has defined, and employees live according to, core values. Yet others describe it as the feeling you get when you walk through the front door and into the lobby. Maybe it’s a combination of all of those things. What is your definition?  Either way, all three definitions are a direct reflection of the organization and its leadership.

Leadership Is About Authenticity

Paul goes on to say, “I originally thought that shifting culture-building responsibility to existing employees at BerylHealth, which I founded, would get those programs done. But I soon realized that those employees needed ongoing cultural direction from me and I had to participate in the culture we were creating, not simply behave as a bystander.”

In other words, if you don’t commit to and communicate regularly about your culture initiatives and implement traditions yourself, your employees will think you are insincere at least and hypocritical at most. In either case your credibility as a leader goes way down.

To that end, he states that he has dressed up in crazy outfits, made funny videos, attended community service events, espoused the importance of core values, and written thousands of personal note cards to recognize milestones in the lives of my employees.

This isn’t to say that employees can’t lead and execute on your culture programs and initiatives. However, you, as the leader, have to set the vision and give them permission to use their creativity to do the culture-building things they are passionate about.

As a leader, you can and should delegate most of your company’s day-to-day operational work to those who have the talent to do it. But you can’t abstain from your responsibility to create the culture that drives your company’s potential success. Remember, as the leader, your company culture is only as valuable as your personal role in it. Therefore make sure you create and promote that culture.  

What resonated with you? As the organization's top leader, if you have not already, what steps will take to get deeply and personally involved in creating your organization's culture and then living and promoting it daily to your important audiences?  Send me a note via email: brad@aperiocoaching.net or on Twitter @bparcells.  Thank you for your time and support.

In Latin, Aperio means to reveal, uncover, to make clear.  Coaching is a powerful process that enables the client to reveal and illuminate their authentic leadership style via a sharp focus on who they are at their core.

Leadership Lessons From A Professional League

What has transpired in the National Football League (NFL) over these past months on the actions of players and owners are indeed solid lessons for us all.  The owners, the league were not a profile in courage or aptitude.  What we saw in videos and pictures were something we all already knew, but these situations made it so clear.  The League and the teams involved care more about money over doing the right thing. That is not breaking news, but it's more clear than ever.  The images of a battered child, shattered and bruised girlfriends, knocked out fiance, were not going to force the teams to bench their stars, it took corporate monies pulling its money that did.  

Again, this is not breaking news on the power of money or financial sponsorships nor is it isolated to professional sports.  It's happens in companies, non-profits and governments. Why does it continue to go on?  Why are leaders risking it all over their bad choices? What leads them to make these choices? Hubris, Compromise, Fear, Poor Advice.  What values are leading these decision makers? The ramifications are huge. 

We all make mistakes. Unfortunately for leaders, many of the mistakes are made in front of an audience. Board members, employees, stakeholders/fans and the media are all watching closely, scrutinizing every move.  All social media and its landscape can shift the sands underneath a corporation's feet with great rapidity.  There was mobilization against the NFL and the teams that came together so fast that they all seemed unprepared for it.  How can that be?

There are always signs that a decision is going south. Hopefully, those signs make themselves apparent during planning stages. Senior or junior executives, managers and employees should be confident in voicing their concerns.  If it is not the leader, then the team should understand it’s imperative to catch the potential mistake as soon as possible. Many leaders will continue implementing a flawed strategy, attempting to wait it out or to avoid admitting defeat. This only makes things worse.  We witnessed this repeatedly in the NFL situations: all that the owners of teams had to do was look at the previous situations and learn from how they bungled handling their case.  As James Joyce wrote, “A man’s mistakes are his portals of discovery.”

The key is to minimize the impact of mistakes so that when you stumble, your organization does not fall. Here are four steps you can take to make that happen:

 

1. Admit it

It is difficult to admit mistakes, particularly for someone in such a prominent position. Rather than shifting the blame to someone else or developing a hundred reasons to justify your terrible mistake, set an example and be accountable.  You have to first admit there is a mistake before you can take corrective action. Lead!

2. Apologize

Don’t underestimate the power of the apology. Apologizing can be cathartic, and people need to hear it. If you make a mistake that impacts your management team, then you need to apologize to your management team. If you have alienated the public, then you issue a public apology. Usually the standard apology is “I’m sorry. I won’t let it happen again. Here’s what I learned.” The word “sorry” is not an admission of weakness – if anything, it is a show of strength. Lead!

3. Fix it

Apologies lose their luster when they are not backed by substantive action. Dominos’ CEO, Patrick Doyle, demonstrated this a few years back when YouTube videos of unhygienic behavior went viral, as did pictures of pizza that didn’t look safe for consumption. Doyle not only apologized, profusely, he set out to make it right with the hungry public. His sincerity resonated with many consumers. People liked Dominos better after the snafu because the company put such a concerted effort into righting a wrong.  Lead!

4. Take the opportunity to improve

When a leader can admit, apologize and correct mistakes, it fosters confidence both within and around an organization. People understand that mistakes happen – what they react so strongly to are attempts to blame others or cover them up. 

Executive accountability is not only admirable, it also filters to every other employee in the company. If you are not willing to hold yourself accountable, no one below you will be accountable either. The best culture you can create and foster as a leader is one in which you do not worry about holding people accountable because they do it for themselves. This type of culture begins at the top.  Lead!

What resonated with you? What steps will take to align your values as a leader to your people, your organization, your sponsors, your critical audiences?  Send me a note via email: brad@aperiocoaching.net or on Twitter @bparcells.  Thank you for your time and support.

In Latin, Aperio means to reveal, uncover, to make clear.  Coaching is a powerful process that enables the client to reveal and illuminate their authentic leadership style via a sharp focus on who they are at their core.

What is Energy Leadership?

"A leader does not just get the message across ~ a leader is the message" ~ Warren Bennis, authority on organizational development, leadership and change.
 
I love this quote, as well as the principals behind these words.  Can you tell me what is the single most important factor that distinguishes the great leaders from the rest? Which personal quality most likely to inspire the confidence in customers, respect among colleagues, and engagement and loyalty from employees? Which aspect of your leadership style should you focus on to put your performance, your career, and your life on the fast track to optimal success?  The answer to all of these questions is a single word: Energy. 

Energy is the one word that I have seen that differentiates great leaders from average leaders. Great leaders not only have positive energy, they contagiously spread this positive energy to others.  In my work as an executive coach, I have found that positive changes at work often produce positive changes at home and in all areas of life.

So, what is Energy Leadership?  This form of leadership is a unique and innovative approach to leadership, one that has had a profound impact on the people and organizations that use it and know how to control it to make it work for, not against you.  It has changed businesses from the inside out.  It has changed the lives of those who allow this concept work for them, which has resulted in improved leadership and stronger, more successful organizations. 

Imagine there are two kinds of energy: creative energy and destructive energy.  Creative energy is the type that gets you the results you want in all aspects of your life. By allowing you to see all possibilities in any situation, conversation, reaction to stress and when things are progressing normally you are able to view your world through a prism. This wide view gives you greater choices and your intentions,  intentions, emotions and actions mirror that view.   Destructive energy is the type that virtually stops you from getting the results you want.  It is the blinder energy that limits your options, your intentions and your results.

Here are two other terms you should be familiar with: anabolic and catabolic. Anabolic energy is that creative energy that is fueled by passion, inspiration, motivation and what you want or desire.  It is positive.  Catabolic energy is the opposite and is fueled by frustration, doubt, fears that things that impede or stop your progress from having the successes you want in your life.

Energy leadership is all about understanding your level of positive and negative energy and shifting your energy to anabolic from catabolic, to creative from destructive. Think of the people who interact with you every day. Think of the ways that you may be transforming them, Think of the ways they maybe transforming you.  The great challenge of leadership is not understanding the practice - it is practicing our understanding!

If you clicked replay on your remote, Energy Leadership is the process that develops a personally effective style of leadership that positively influences and changes not only oneself, but also those with whom one works and interacts, as well as the organization as a whole.  This form of leadership development allows the process of leading energy to work for you, rather than against you.  As one gains an understanding of their level of energy and uses this to more effectively lead it is a very powerful and profound experience for all.

If you want greater success, get more done and have more fun, what are you waiting for? Come and get it! Reach me at brad@aperiocoaching.net | 404.409.7226.

In Latin, Aperio means to reveal, uncover, to make clear.  Coaching is a powerful process that enables the client to reveal and illuminate their authentic leadership style via a sharp focus on who they are at the core.

Do You Lead From Your Values?

Do You Lead From Your Values?

Values is a topic not that often talked about but one that plays a huge role in behavior and results. Because values are personal, and not always clearly defined, they remain an important but under-discussed and under-appreciated part of who you are as a person and as a leader.

This post is meant to get you thinking about your values and understand why investing that time and thought will be of great value to you and to others. We all have values, and they become far more valuable when they are clearly understood and defined. Let me say that again. Your values are most valuable when they are clearly understood and defined.

So, in order to get the most benefit from what follows, your best first step would be to outline your values and write down those most important to you.

Here are 5 reasons to define and clearly understand your values:

Values guide your decisions.

As a leader you have many decisions to make - those that impact just you, and those that impact many others. Decisions, big or small, can be made faster, easier and with greater confidence when you start with your values. Run your decisions against your values. It is the best place to start. Companies have values too. Make sure your working for one that aligns with yours.

Values strengthen your ability to influence.

When you communicate from your values you connect to your passions. When you speak with passion, people are drawn to you, are more likely to hear your message and you will be more successful in persuading and influencing. As a leader it should be self-evident why your values matter in this way.

Values create clarity.

In so many ways when you are clearer your life becomes easier. Clarity helps you focus, be more productive and so much more. One of the quickest ways to gain clarity in your life is by first being clear about your values. When you work from this starting point, all the other benefits of clarity will follow.

Values reduce stress.

Most people I know would like less stress in their lives. As a leader it is doubly important because your stress is contagious - it infects those around you. When your decisions are clear, communication is easier and you will have less stress! You may not have thought about values in this way in the past; however, it is completely true that living from your values is a wonderful way to reduce stress.

Values guide your actions.

It is one thing to know and understand your values. It is another thing to behave in accordance with them. This fact impacts all of the ideas shared so far because it is when you understand and then act on your values that all the benefits are gained. This is the most important of these benefits. Your values guide your actions.

What resonated with you? What steps will you take to align your values as a leader to your people, your organization and your family.  Please tweet comments @bparcells or send to: brad@aperiocoaching.net.  Thank you for your time and support.

In Latin, Aperio means to reveal, uncover, to make clear.  Coaching is a powerful process that enables the client to reveal and illuminate their authentic leadership style via a sharp focus on who they are at their core.